internal communications trends for 2013

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  • 1.CONTENTS Internal communications Heres our annual summary of the areasof internal communications which we saw 2012 summary grow in importance in 2012 and thereforethe areas which look set to be key in 2013

2. CONTENTSCONTENTS 01 Digital Publishing 02 BYOD / In-house Corporate App Stores 03 Gamification 04 Digital Signage 05 Social Intranets 06 Video 3. CONTENTS 01 Digital Publishing 4. CONTENTS 01 DIGITAL PUBLISHING 1.1Digital Publishing In2012 alone, it is estimated that some 118.9 milliontabletswill have been sold around the world (; an increase of 98% on figures recorded in 2011.INTRODUCTION By 2014 it is predicted a huge figure of 370 million could be reached.Further research conducted byClick Software reveals that The below words from Tim Cook put the growth of the tablet into context: enterprise tablet adoption isexpected to grow by almost 50% per year. As a consequence Through the last quarter (Q1 2012), I should many organisations are say, which is just 2 years after we shippednow publishing content asapplications for tablet devices. the initial iPad, weve sold 67 million. It took us 24 years to sell that many Macs and 5 years for that many iPods and over 3 We thought wed quicklylook at the benefits of digital years for that many iPhones. publishing; for the employeeand the employer. And alsogive attention to the preferredpublishing solution 5. CONTENTS01DIGITAL PUBLISHING 1.2Employee benefits: Readers are able to experience rich media, such as video, audio and interactive graphics, creating an enhanced reading experience. Desired publications are simply a click away. Meeting employee expectations of always-available information. There is no longer the need to request and wait for the delivery of a publication. The tablet on which the digital publications are housed is portable, allowing employees to become completely mobile. Makes sharing information with fellow employees far easier (through email, social media). Also collecting/ book-marking articles to refer to later on, is much simpler than it would be for a printed publication. 6. CONTENTS 01 DIGITAL PUBLISHING 1.3Employer benefits: Save time and money by reducing production and distribution costs of printed materials. Optimise organisational efficiency by delivering up-to-date content to employees. Very easy to edit existing publications. Able to easily notify employees when new and updated publications are ready for download, through push notifications. Increased level of reach. Not restricted by print run or delivery. Able to use analytics to track usage and optimise content over time. Able to add depth to articles, through videos or interactive features. Allowing more information to be made available then would be possible in a printed publication. 7. CONTENTS 01 DIGITAL PUBLISHING1.4Preferred publishing solution The dominant player in digital publishing is Adobe Digital publishing Suite, with the likes of Wired, The New Yorker and Vogue all users. Here are a few reasons as to why Back in May 2012 at Adobes annual Digital Publishing Summit, Adobe revealed: Adobe DPS is proving so popular with publishers... Digital Publishing Suite is the industry-leading cross- platform solution with 850 customers worldwide who he fact that Adobe DPS is built T around InDesign means that have published more than 1,700 active applicationsDesigners find it easy to use and can and delivered more than 25 million digital issues totherefore maximise their creativity. iPad, Kindle Fire and Android tablets since April 2011.ublish once, deliver across all P Adobe is currently distributing 120,000 publicationsleading tablet devices (iPad, Android, Blackberry PlayBook, every day to tablet readers. and Kindle Fire). And it allows organisations to... 8. CONTENTS01 DIGITAL PUBLISHING 1.5Publish content privatelyOf course when publishing corporate publications and internal There are a couple of approaches you can take with Adobe DPS whencommunications, security is a key concern.publishing privately. Both rely on the use of direct entitlement to controlaccess, with the difference being in how the publishers branded viewerapp is distributed. Either through an app marketplace or privately througha corporate intranet/FTP server/dropbox etc.For a more detailed understanding of publishing Without a shadow of doubt, digitalcontent privately with Adobe Digital Publishing Suite,publishing is set to become a key featurethen this article will tell you everything you need toof internal communications. And Adobeknow. Click on the link below for the article.DPS looks set to continue to be one of leading publishing platforms. 9. CONTENTS 02 BYOD (Bring Your Own Device) / In-house Corporate App Stores 10. CONTENTS 02 BYOD / In-house Corporate App Stores 2.1BYOD / In-house Corporate App StoresIntroductionBYOD must be the hottest acronym in the corporate world rightnow. However, employees are not just bringing their own mobiledevices to the workplace; many employers are now equippingtheir employees with them too. In fact, research from Forrester*indicates that by 2015 about half of the devices on corporatenetworks will be mobile.This soaring uptake of mobile devices in the workplace has alreadystarted to create a fragmented mobile application landscape, with manydifferent apps being used within a corporate environment.Therefore it is of little surprise that many are suggesting thatorganisations need to put in place better systems for managing apps(in-house corporate app stores).*Forrsights Workforce Employee Survey, Q2 2012 11. CONTENTS 02 BYOD / In-house Corporate App Stores 2.2So what are the key benefits of anin-house corporate app store? Once up and running, app stores are less of a burden on I.T departments. Instead of I.T needing to install applications to individual devices, an app store creates a central hub from where employees can download the apps for themselves. Making it far easier to distribute applications. Employees are empowered to quickly access and install applications from wherever they may be. This also increases work productivity. It ensures an organisations intellectual property is not available to everyone in a commercial app store. App installation and usage can be measured. 12. CONTENTS02 BYOD / In-house Corporate App Stores 2.3app store securityOften technological change in organisations is met with initial concerns over security.However it would seem app stores have the answer for this too.Should a user leave the organisation, lose their device, or even have it stolen, the appscan be wiped remotely without effecting any personal information on the device.Apps that contain inappropriate content or malware can be blacklisted.Users download apps based on access rights.Not to forget, more hacking takes place on PCs than mobile devices.**Information Week, 2012 13. CONTENTS 02 BYOD / In-house Corporate App Stores 2.4The revolution has startedThere are a number of organisations that already have their own internal app stores. GE AND IBM ARE TWO OF THE WhirlWind is the name of IBMs. Since EARLY ADOPTERS OF THE CORPORATE APP STORE launching in late 2010, more than 31,000 employees have used the system. The storeGeneral Electric launched their store in has also delivered a healthy return on investment, with marked improvements in2009 called GE AppCentral. Theyve had BUT RESEARCHmore than 350,000 app downloads.*BY SYMANTEC REVEALS the speed with which employees can access information, connect with users and perform other collaborative tasks.*71% OF COMPANIES ARE CONSIDERING BUILDING ONE. Its definitely an exciting area with huge potential for growth.*Why businesses are creating their own internal appstores, Venture Beat, 2012 14. CONTENTS 03 Gamification 15. CONTENTS 03 Gamification 3.1TYPES of GAMIFICATION...In essence, really all its about is applying gaming techniques to non-gaminguses in an attempt to motivate participation, engagement and loyalty.We see there being 2 main forms of gamification:1. Indirect / Soft gaming:Many intranets have adopted this form of gaming technique by usinga points and reward system (status, badges etc.) that reflect a usersbehaviour and contribution to the network/business. Youll find sevengood examples of this hereBadgeville is the leading provider of this type of gamification. In Late 2012 theyteamed up with the huge enterprise consulting firm Capgemini to acceleratethe adoption of gamification in the workplace. A clear hint that this form ofgamification is moving beyond its experiential phase to widespread adoption. 16. CONTENTS 03 Gamification 3.2TYPES of GAMIFICATION...2. Direct / Hard gaming:These games are comparable to the digital games youd play in theconsumer world (e.g. Angry Birds). An example is Yahoo who created usefulyet fun interactive games for their Ethics training, experiencing phenomenalresults. You can read more about the campaign, along with other examplesand information on gamifying communications, in Melcrums useful articlehere www.melcrum.comAnd not wanting to blow our own trumpet, but we created a set of digital games forShell as part of a global information risk management campaign.So, were going to focus more on the design of direct games,given the experience weve had 17. CONTENTS 03 Gamification 3.3Why use games forinternal communications? Most, if not all people enjoy playing games. Increases employees level of involvement with a campaign, as they are able to interact with the message itself. Ability to measure and track who has played the games and thus viewed the message. Great learning aid. If employees fail a certain element of the game they are given immediate feedback, information that they can then use when playing again, so will remember. This feedback is often as valuable as getting the answer right in the first place. Engages the younger generation of the workforce. 18. CONTENTS 03 Gamification 3.4Things you should considerwhen developing gam